The highest goal of project management is to create value;

Projects are unique, temporary, uncertain and progressively detailed;

The relationship and positioning of program portfolios and projects; 49 sub-processes, sixth edition, page 25

PMI’s Talent Triangle work style, influence and business acumen are relevant definition concepts and the combination with time’

Four basic life cycle types of projects: predictive, iterative, incremental, adaptive

Several types of PMP

The respective advantages and practical application scenarios of the three development methods

Several delivery methods (perfect, explosive, staged, multiple, iterative, continuous)

How hybrid methods mix

The definition and content of business documents, the role of sponsors;

Tools for developing respective project charters;

The significance of seven documents for planning procurement

The significance, function, content and authorization process of the project charter;

The significance, role, content and authorization process of the project management plan

Characteristics and applicable scenarios of the four estimation methods

Scope creep and gilding concepts

Key points of content of scope management plan and requirements management plan

Requirements gathering related tools

WBS and dictionary related definitions

WBS decomposition method

Deviation analysis, trend analysis

The role and significance of the project scope statement

The operating procedures and examination points for confirming the scope (customer acceptance) and the connection and division of labor with project closing

Relationship between activities and work packages

Content definition in activity properties

The four relationships in immediate relationship drawing method PDM and the concepts and functions of lead and lag. critical path method;

Detailed definitions, methods and differences of the four types of estimation

Supports the meaning and applicable scenarios of balance and smoothness, rush work and fast follow-up

The process of developing a schedule (calculation is not required)

Respective cost type

Detailed definition of each component of cost (resources, quality, risk, procurement)

The composition of the budget and the composition of each part

Definition of Earned Value Analysis (calculation is not required)

The differences and similarities between Mingjie and prediction. Agile applicable scenarios, the core concepts of agile (people-oriented, communication-focused, value-oriented, continuity concept, etc.) and various unique agile methods such as: coaching talks, semi-open workspace, war room, fish tank window, pair programming, technical debt , parking area, T-shirt cutting, elevator instructions, XP/SOS/SAFE/LESS and other frameworks

Various meetings in the agile ceremony (to-do detail meeting, stand-up meeting, review meeting, retrospective meeting, short feedback communication). SCRUM Kanban framework, probing, agile user stories, planning poker (wideband Delphi), agile concepts (top-down without martial arts) information radiation sources, burn-down charts, etc.

The relationship and sequence of differences between stakeholder management and solid management (5W)

Stakeholders and key stakeholders are treated differently in various fields (comprehensive practice)

The role of stakeholder engagement planning

Stakeholder Engagement Assessment Matrix

Rights and interests matrix, cube, salience model

Communication principles such as stakeholder identification methods and the use of various tools, especially communication planning, in distributed, multinational and cross-cultural teams and stakeholders.

OBS/RBS resource management plan, the meaning and role of resource calendar

McClelland's Theory; Recognition and Rewards

Virtual teams and centralized offices

Team charter

Maslow model, Herzberg two-factor model, Tuckman model

The planning and role of training, the significance and role of team building, the order and six strategies of conflict resolution

Change process: 1. Analyze the rationality, effectiveness and compliance before the change to guide the reasonable expression of the change; 2. Formally submit a written change request; 3. Analyze the scope, schedule and cost impact after the formal change is proposed and determine whether CCB review is required; 4. CCB Decision-making; 5. Update baselines and documents; 7. Measure and summarize

Various quality tools including fishbone diagrams, control charts, etc.

SMART principles in measurement

Quality cost structure, modern concept of quality, DFX-oriented design

Fengxia you manage the process, plan, identify, qualitatively and quantitatively plan responses, and implement responses. Basic risk tools, probability impact matrix, etc., risk planning meetings, risk seminars, risk review meetings.

VUCA/PESTLE and SWOT risk breakdown structures, risk identification tools such as checklists, the role of risk registers, risk response strategies and concepts in risk response plans (response plans, contingency plans, rebound plans, residual risks, secondary risks)